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An online magazine for Hispanic-Americans looking for new opportunities in today's job market. Follow in the footsteps of our success profiles, learn about the state of the job market, and browse through employers specifically looking for Hispanic applicants.
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HISPANIC TODAY
Rehrig Pacific is a world-leading manufacturer of reusable
plastic pallets and crates for handling and transporting
commercial products, manufactured goods, produce, food
and beverage products, and more. We help thousands of
businesses move their products more efficiently through
the supply chain. An international company with licensees
worldwide, Rehrig Pacific offers an ever-expanding line
of transport packaging products, such as our new export
pallet, and logistical services for industry.
In addition, Rehrig Pacific also manufactures a full line of
roll-out carts and recycle bins for the curbside collection
of household waste and recyclables, and commercial
containers and litter bins for automated refuse and
recylables collection. Private haulers and municipalities
alike enjoy the many advantages of using Rehrig Pacific
collection containers and distribution services.
To learn more about us or to explore careers
with Rehrig Pacific, visit us online.
www.rehrigpacific.com
An Equal Oppprtunity Employer Committed to Diversity
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HISPANIC TODAY
Publication:
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Acct. Rep:
BLACK PERSPECTIVE MAGAZINE 12/31/2006152296-BO23834LIBMUT3.625” x 9.75”Holly Mitton v.1
AT LIBERTY MUTUAL, we help people livesafer, more secure lives. You can see it in ourresponsible and motivated team - whereemployees treat our clients and each other withdignity and respect. You can feel it in thechallenging work that’s part of our growing anddynamic company. Expect to be challenged.Expect superior efforts to be recognized.Expect your hard work and determination tocreate real opportunities. Still find it hard tobelieve? Just ask any one of us.
You deserve to be recognized – so introduceyourself to us. For more information visitwww.libertymutual.com/careers.
Inclusion is the answer. Liberty Mutual is anequal opportunity employer.
Believe it.
libertymutual.com/careers
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HISPANIC TODAY
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HISPANIC TODAY
CAREER/EMPLOYMENT NEWSRECORD DONATION AIMS TO TURN TIDE ON NURSE SHORTAGE
Critical Nursing Shortage in the Region Better Thanks to
an $11 Million Donation to Miami Dade College from the
Mitchell Wolfson Sr. Foundation
In what is one of the largest single gifts ever made
to Miami Dade College (MDC), the Mitchell Wolfson
Sr. Foundation has donated nearly $11 million to
MDC to address the region’s nursing shortage. The
donation, which includes matching funds, is aimed,
in large part, at increasing the number of nurses
who are trained at the college and placed into the
local workforce. A press conference announcing this
historic donation was made today at Miami Dade
College’s Medical Center Campus.
The unprecedented donation will establish student
scholarships and help with instructional costs and
faculty salary incentives. In addition, the donation
provides for technology initiatives to increase student
retention and success. It also helps with licensure
exam preparation to assist students with passing
their required boards.
“This historic donation is a cause for celebration for
the entire community,” said Dr. Eduardo J. Padrón,
president of Miami Dade College. “On behalf of
current and prospective students, I thank the Mitchell
Wolfson Sr. Foundation for this transformational gift,
which will have benefits for generations to come as it
will provide for greater healthcare in our region.”
”Our community is in desperate need of qualified
nurses,” added Louis Wolfson III, a trustee of the
Mitchell Wolfson Sr. Foundation and a member
of the Miami Dade College Foundation Board of
Directors. “It is our goal, indeed our wish, to train
local residents for these positions, so that employers
do not have to recruit outside the region. By doing
this, we will help resolve a crisis and open these great
paying jobs to people who call Miami-Dade County
their home.”
Arthur Hertz, an original trustee of the Mitchell
Wolfson Sr. Foundation, commented, “This gift
remains true to Colonel Wolfson’s vision for what
philanthropy can accomplish. Providing a solid
education will release people from the cycle of
poverty. The donation to Miami Dade College will
not only benefit hundreds of students, but will help
relieve a critical nursing shortage in our community.”
Over the years, the Mitchell Wolfson Sr. Foundation
has donated nearly $90 million to the college, all
for scholarships and program support. More than
145,000 scholarships have been awarded as a result
of these gifts. This amounts to what is one of the
largest collective gifts in higher education in the
nation. The latest donation will help produce nearly
600 new nurses in the next four years, and will have
a positive impact on the delivery of healthcare in the
area for decades to come.
AUDITOR SALARIES ON THE RISE
Forecast Partly Sunny for Internal Auditor Compensation,
Despite Gloomy Economy
Internal auditors in the United States and Canada
appear to be holding their own during these
challenging times, says a recent compensation study
conducted by Harrington & Associates Inc. on behalf
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HISPANIC TODAY
of The Institute of Internal Auditors (IIA) and its
Global Audit Information Network (GAIN). The
study found that 91 percent of employers surveyed
indicated they are likely to increase internal auditor
salaries next year. In fact, a full 69 percent are
planning to provide increases to 100 percent of their
audit staff in the next 12 months, versus 34 percent
for their entire workforce.
The GAIN study, conducted in May, also found that
although the majority of employers will continue to
increase internal auditor salaries in the coming year,
the average percentage of increase is beginning to
wane. Audit staff increases for the next year will
be 0.5 percent lower, with increases averaging 3.8
percent, rather than the 4.3 percent average granted
to audit employee during the past 12 months.
“The frenzied period spawned by the reporting and
compliance requirements of the U.S. Sarbanes-Oxley
Act of 2002 – when many employers felt compelled
to pay whatever the market would bear for internal
audit skills – is waning and being overshadowed by
the current economic uncertainty,” said Harrington &
Associations Principal Consultant Judith Harrington,
CCP. “Now that the legislation is a fact of life and
they have aligned systems and staffing to ensure
their ability to comply, it appears that those in the
internal audit profession are no longer being singled
out as the target of recruiters as they once were.”
Employers did indicate that various factors positively
affect compensation levels. Size does matter. Internal
auditors who work for employers with annual
revenues of more than US $1 million have median
salaries that are nearly $12,000 more than those
who work for smaller organizations. Qualifications
count, too. Employers view internal auditors with an
educational background that has specifically prepared
them to work in the audit profession as being worth
more in terms of median salary. Similarly, internal
audit professionals with certifications are paid more
than those who are less credentialed. For example,
internal auditors holding The IIA’s Certified Internal
Auditor (CIA) designation, are paid approximately
$7,800 more than someone holding no certification
at all.
The study also indicated that certain positions and
sectors within the internal audit profession are seeing
larger than average compensation. Information
technology audit directors, for example, had a higher
median salary than chief audit executives, which may
reflect the growing demand for audit professionals
with technology expertise. Public accounting firms
reported some of the highest increases during the
past 12 months, with raises averaging 6 percent. The
consulting sector posted similar rates of increases
for internal auditors for the last year at 6.3 percent
– nearly double what other employees in that sector
received. And internal auditors working in the
advertising industry are expected to enjoy average
increases of 7 percent next year.
“Although the flurry of growth internal auditing has
enjoyed over the past few years might be slowing
some, the fact that we still are receiving higher
average salary adjustments compared to other
employees in the organization is a sign that this
is a stable and valued profession,” said IIA Global
President David Richards, CIA.
CAREER/EMPLOYMENT NEWS
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HISPANIC TODAY
IDEAL EMPLOYER 3 YEARS IN A ROW
Department of State Ranks High as Ideal Employer for All
Undergraduates in 2008
For the third year in a row, the Department of State
has placed in the top five ideal employers in an annual
poll of undergraduates reported by BusinessWeek.
Philadelphia-based Universum Communications
announced its 2008 Most Ideal Undergraduate
Employer survey results that are based on the
responses of over 40,000 undergraduates in the Class
of 2008. The Department of State is the highest-
ranking Federal agency, listed under first-ranked
Google, second-ranked Walt Disney, and third-ranked
Apple.
The Universum ranking of ideal employers is based
on undergraduates’ selection of their top five picks
from the top 100 companies and agencies that were
frequently mentioned by students in the previous
annual survey.
It is worth noting that out of hundreds of employers,
including write-ins, the Department of State
ranked first as ideal employer for Liberal Arts
undergraduates.
To view all the rankings, visit BusinessWeek’s website
for the Ideal Undergraduate Employers 2008 list.
HISPANIC PARTICIPATION IN TECHNOLOGY CAREERS
Four New Reports Released to Spur Latinos into Science,
Mathematics, Technology, Engineering and Mathematics
(STEM) Fields
The Tomás Rivera Policy Institute , in partnership
with IBM released four studies at a summit meeting
entitled America’s Competitiveness: Hispanic
Participation in Technology Careers addressing
the serious shortage of Latino professionals
in the Science, Technology, Engineering and
Mathematics (STEM) disciplines. Over 130 leaders
in education, business, government and not-for-
profit organizations from around the United States
participated in this important summit meeting,
meant to create a path to success for Latinos in these
advanced professions. The summit was sponsored by
IBM with co-sponsors Univision, ExxonMobil, and
Lockheed Martin.
The Four Reports cover the following subjects:
1. A Review of Literature: STEM Professions:
Opportunities and Challenges for Latinos in Science,
Technology, Engineering and Mathematics - A
Review of Literature; Opportunities waiting for
Latinos in STEM professions: Trends in Degree
Attainment, Levels of Employment, and Latino
Women in the STEM Workforce; Challenges Faced by
Latinos in Pursuing STEM Degrees: Student Behavior
Characteristics, School/Institution Factors, Family
Characteristics; Recommendations on Addressing
Challenges and Taking Hold of Opportunities
2. Quantitative Study: Computer Use, Parental
Expectations & Latino Academic Achievement;
Academic Disparities Explained by Factors other
than Race/Ethnicity; Effects of Computer Use on
Academic Achievement; Mother’s Education and
Parental Expectations Contributing to Positive
Effects on Test Scores; Policy Implications of Findings
3. Stakeholder Interviews: Latinos in STEM
Professions: Understanding Challenges and
Opportunities for Next Steps - A Qualitative Study
Using Stakeholder Interviews; Barriers Faced by
CAREER/EMPLOYMENT NEWS
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HISPANIC TODAY
Latinos in STEM Careers; Opportunities for Latino
Professionals in STEM Fields; Ways to Prepare
and Motivate Latino Students to Enter STEM
Fields; Current Opportunities for Latinos in STEM;
Interventions, Next Steps and Areas for Collaboration
among the Federal Government, School Districts,
Schools and the Private Sector
4. Directory: Science, Technology, Engineering &
Mathematics Directory of Schools, Programs &
Scholarships; Directory of Schools with a STEM
Focus, Including Objectives, Enrollment Information,
and Awards and Recognitions; Directory of STEM
Programs, Including Descriptions, Objectives and
Requirements; Directory of STEM Scholarships,
Including Citizenship and other Eligibility
Requirements and Contact Information
A Fifth Component: The last deliverable
is a conference report from the America’s
Competitiveness Conference by IBM. The report
highlights themes, problems associated with
entering the STEM professions, next steps and policy
recommendations derived from the conference.
“IBM has to be commended for addressing such
an important issue to the future of America’s
workforce,” said Harry P. Pachon, Ph.D., Professor
President of TRPI.
The reports were funded by IBM and prepared by
Maria Teresa V. Taningco, Ph.D., Harry P. Pachon,
Ph.D., Ann Bessie Mathew, MPH and David Estrada,
MPP Candidate ‘09
The full reports are available in the Education section
of their website: www.TRPI.org. HT
CAREER/EMPLOYMENT NEWS
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HISPANIC TODAY
Work Here. Fly Anywhere.www.skywest.com/careers
the journey begins here
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When stock prices tumble and credit markets shrink
or disappear altogether, what separates the winners from the losers? People… no doubt the most valuable asset to any company searching for success in today’s perilous financial environment. Empowering people to be the very best they can be and to contribute the most they can to an organization is the key. But how does one go about creating an environment where people are the driving force behind business success?
MGM MIRAGE appears to have found the answers… foster the development of a culturally diverse workforce and empower that workforce to be a major contributor to the company’s success. But don’t stop there. Reach beyond the offices and boardroom and partner with Minority, Women and Disadvantaged-Owned Business Enterprises ( MWDBEs ) to fulfill the company’s need for outside services and contractors – and do so in a transparent and accountable manner, one where you “walk the walk” not merely “talk the talk”.
Since 2000, MGM MIRAGE has reported its diversity performance to demonstrate transparency and accountability. “The deepest value -- and the deepest impact -- that our
Diversity Initiative may have on our business lies in the role it is playing in fostering a work culture of peak performance, teamwork and innovation,” said MGM MIRAGE Chairman and CEO Terry Lanni.
MGM MIRAGE has made significant strides in leveraging diversity to drive business results. The company reported significant increases in important metrics such as purchasing and construction spend associated with diversity vendors. Specifically, in purchasing the company experienced a more than 65% increase in spending with MWDBEs. In construction, due to progress of its $9.2 billion CityCenter project, the company reported a double-digit percentage increase in spending with MWDBEs. “Diversity is a significant driver of business success and enhances the ability of our company to compete in today’s global economy,” said Lanni. “The data we present today show that, once again, we have achieved sizeable gains in the metrics we monitor to assess progress in those areas.”
In 2007, MGM MIRAGE was recognized locally and nationally for its efforts in diversity, including being awarded the “Supplier Diversity Program of the Year Award” by the Nevada Minority Business Council, named one of the “Top 50 Companies for Hispanics” by Hispanic Business Magazine, recognized as one of the “40 Best Companies for Diversity” by Black Enterprise Magazine, and being named among the “Top 50 Companies for Diversity” by DiversityInc Magazine. More than 1,500 employees, suppliers, contractors and community and business leaders from throughout the U.S. gathered in Las Vegas to learn about the company’s 2007 diversity results at the Annual Diversity Report & Presentation. In this article, we’ll take a look at some of the programs MGM MIRAGE has instituted that position the company as a leader in workforce diversity and community involvement.
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THE GAMING INDUSTRY’S FIRST VOLUNTARY DIVERSITY INITIATIVE
MGM MIRAGE rose above the rest of the highly-competitive gaming industry powerhouses by becoming the first to develop a Diversity Initiative – a set of guiding principles aimed at developing a work force that mirrors the global marketplace and the cultural diversity that marketplace embodies. Punam Mathur, Senior Vice President of Corporate Diversity and Community Affairs stated, “Given our tremendous growth, we have the opportunity to change ourselves from within faster than other industries that have been around for much longer.” Ms. Mathur also goes on to say, “The gaming industry showed up on the American landscape literally out of nowhere over the last quarter century, and for us the future is now. More than 50 percent of our employees were minorities when we first started focusing on diversity in 2000, during the merger between MGM Grand and Mirage Resorts. Since then, we have been extremely aggressive in our approach to diversity. We realize that we can use our diversity to our advantage.”
An example of their aggressive approach to diversity – and to being the top dog in the gaming industry – can easily be seen by the growth in their employment ranks since the merger of MGM GRAND and MIRAGE RESORTS nearly ten years ago. The MGM Grand Hotel employed 7,000 people back then. Now, MGM MIRAGE has grown to consist of 27 properties with over 70,000 employees. More than fifty percent of their workforce was a minority in 2000 and that number grew to over sixty percent in 2007. Women comprise just over half of the employees with Hispanics representing nearly thirty percent of the total workforce. “I am proud to report that on its seventh anniversary, our Diversity Initiative is robust, dynamic and growing in impact -- both within our company and beyond,” said CEO Terry
Lanni. “In our report for 2007, every empirical benchmark by which we evaluate our diversity gains showed upward momentum. But more than that, a hallmark of diversity is the opportunity it creates for success that transforms lives – of our employees, our suppliers, our business partners and our communities.”
In addition to the internal increases in diversity, MGM MIRAGE has also set the bar higher in regards to working with minority-owned businesses as vendors and service providers. MGM MIRAGE reports success in broadening the base of MWDBEs with which it works. In 2007, the number of registered MWDBEs in the MGM MIRAGE Supplier Diversity program expanded significantly.
Punam Muthar, Senior Vice President of Corporate Diversity and Community Affairs, MGM MIRAGE.
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For purchasing in 2007, the company spent $1.7 billion in biddable goods and services. Of this amount, a total of $254 million in biddable goods and services was spent with minority enterprises. This reflects an increase of $104 million and 69.3 percent from $150 million in 2006.
Spending was distributed as follows with respect to the ethnicity of minority-owned enterprises: 30.6 percent was spent with African American enterprises; 27.8 percent was spent with Asian enterprises; 26.9 percent was spent with Hispanic-owned enterprises; and 14.8 percent was spent with Native American enterprises.
MGM MIRAGE Chairman and CEO Terry Lanni addresses
the audience at the Diversity Best Practices Diversity and
Inclusion Leadership Gala where he accepted the organization’s
“2007 CEO Diversity Leadership Award.” During his speech,
Lanni cited MGM MIRAGE’s Diversity Champion training as the backbone of the company’s
cultural transformation. The program has been a catalyst for directing the focus of company
management and employees into building high-powered teams
that are transforming the way the company does business.
(PRNewsFoto/MGM MIRAGE)
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The company also reports its spend In 2007, a total of $101 million in biddable goods and services was spent with women- owned companies. This reflects an increase of $67 million from $34 million in 2006.
MGM MIRAGE’s outreach spans the nation to ensure that MWDBEs have opportunity to contract with its myriad of development and capital improvement projects. As a result, in 2006, the total construction expenditures totaled $1.3 billion, of which $276 million was spent with MWDBEs and of that amount $71 million was spent with women-owned businesses.
By ethnicity of minority-owned businesses the totals equaled: 69 percent was spent with African American businesses; 24 percent was spent with Hispanic-owned firms; 3 percent was expended with Native American-owned firms; and 3 percent was spent with Asian-owned companies.
THE NUMBERS ARE IMPRESSIVE, BUT HOW DID THEY GET THERE? We’ve heard it before… that in order to achieve results, and ultimately success, in fostering a diverse culture and workforce, it must start at the top. MGM MIRAGE Chairman and CEO TerryLanni does just that. His staunch position to pursue excellence in diversity in all areas of business was the driving force behind the development of two key components of MGM MIRAGE’s diversity initiative; MGM MIRAGE’s Diversity Champions training program, and their Diversity Councils – evolving leadership councils comprised of employees from all levels of the company including Presidents and top executives. Add to the mix a Diversity Committee – headed up by former U.S. Secretary of Labor Alexis Herman – whose purpose is to assist the Board of Directors in guiding the diversity initiative as a strategic business imperative, and you have the core foundation of MGM MIRAGE’s diversity success.
The Honorable Alexis M. Herman, Chair, Diversity Committee, MGM MIRAGE Board of Directors, and former U.S. Secretary of Labor, applauds the company’s leadership for being an agent of change in consistently setting the industry standard in driving diversity initiatives that have had a profound impact on the company’s culture, business partners and communities.
(PRNewsFoto/MGM MIRAGE)
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”As important as system improvements and utilization statistics are, building deep commitment to diversity at the core of our company culture is really the cornerstone of our mission”, says Herman. Herman goes on to say, “Our inspirational diversity training has tapped a powerhouse of energy that has enormous potential to stimulate higher individual motivation and creativity, igniting higher-impact team synergy. This in turn multiplies higher collective achievement for our company. The evidence we have seen thus far of the force of positive empowerment - epitomized by our growing corps of Diversity Champions and our Diversity Councils - underscores that we are on the right course.”
Alexis Herman’s words echo those of CEO Lanni. “Excellence is the hallmark of our Company, and we pursue excellence in diversity as we do in all areas of our business. Our experience also shows that excellence in diversity can be a powerful tool for leveraging exponentially our culture of excellence. Each year fortifies the merit of our vision and the immense value that diversity well-practiced can bring to our Company’s competitive advantage in today’s global economy”, says Lanni. “We are students of best diversity practices, seeking to enhance our ability to maximize our business goals. We are constantly adapting our critical thinking and strategies to derive better diversity results. Every year we challenge ourselves to outpace the year before.”
MGM MIRAGE DIVERSITY CHAMPIONS
Since commencement of the first workshop in July of 2002, over 7,000 employees have gone through an intensive Diversity Training Program, an industry-training first, that fuses leadership, diversity and professional development during
three days of intense classroom instruction to become “Diversity Champions” and another 4,500 are expected to complete the training in 2008. The workshop focuses on several key objectives: • The value, importance, and impact on business of effectively managing a diverse workforce. • Teaching employees to recognize the impact of their own reactions to diversity situations and the learning behaviors that are critical to successfully managing diversity at MGM MIRAGE. • Practicing behaviors that encourage inclusion in the workplace which promotes teamwork, innovation, creativity, and productivity.• Recognizing challenges to valuing diversity at MGM MIRAGE and implement prevention and intervention measures that address these situations.
The Diversity Champion Workshop has created an environment to learn and benefit from the many disciplines, life experiences, and wisdom of the many thousands of employees of MGM MIRAGE and its hotels and casinos. The basic principles of universal respect for people, inclusion, and appreciation of the contribution of every individual are not only bedrock moral precepts, but are the key to unlocking each employees individual and collective potential to improve and excel.
According to CEO Terry Lanni, “To excel in the future, it is essential that we continually develop our company culture to harness the potential of every single employee, no matter what his or her position or level in our company. Diversity is key to tapping maximum motivation and maximum performance from our teams at every level, top to bottom; in all of our disciplines; across all of our properties and businesses. Our premise is simple: an organization that values
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the contributions of all people will derive the contributions of its entire workforce.”
The end result of this type of training is a more cohesive workforce that shares common goals in regards to furthering their careers while also furthering the success of MGM MIRAGE. When participants of the program are asked to comment statements like “I feel like part of a family” or “My co-workers encourage me to do my best”, “I definitely feel inspired” and “I have learned a great deal about motivation, engagement, and leadership but mostly about humility and the beauty of the human spirit. This class is designed to bring us all closer to each other” are some of the feelings that are revealed. No, these weren’t paid endorsements… they
are in fact genuine comments from current MGM MIRAGE employees who have attended the course. The positive impact of injecting this kind of enthusiasm and cooperation into any company workforce by thousands of participants is something that would be difficult to measure using traditional statistical modalities, but nonetheless, there is no doubt that the energy created generates immeasurable benefits to the company itself.
Hispanic Today had the opportunity to pose a few direct questions to Mr. Reggie Burton, Director of Communications for Corporate Diversity and Community Affairs at MGM Mirage, and here’s what he had to say.
Kenyatta Lewis, Director Supplier Diversity; Bobby Baldwin, President and CEO City Center; Terry Lanni, Chairman and CEO, MGM MIRAGE and Irene Bustamante, Director Construction Diversity cut the ribbon to herald the bi-annual diversity business expo which attracted more than 1,500 attendees.
(PRNewsFoto/MGM MIRAGE)
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HT - MGM’s Annual Diversity Report demonstrates the Company’s commitment to hiring and retaining a diverse workforce. Has their workforce diversity contributed to the financial success of the Company? If so, how?
A: MGM MIRAGE is one of the world’s largest and most respected development companies. Based in Las Vegas, our company operates resorts and casinos throughout the world and has revenues of $7.6 billion. More than 100 nations are represented in our customer base. At minimum, more than 70 nations are represented in our workforce. Why is this important? Because, diversity is a significant driver of business success and enhances the ability of our Company to compete in today’s global economy. MGM MIRAGE has made significant strides in leveraging diversity to drive business results. The Company’s momentum is fueled by the integration of diversity values into our workforce. Refined business systems are not enough because people are the engine of our business. In 2007, our Company’s minority employee representation totaled 60.8 percent, which is more than half of the workforce. Of this total, Hispanics comprise the largest group of employees at 29.3 percent and account for the most minority employees holding the title of manager or above at 11.8 percent.
HT - CEO Terry Lanni has stated that “The deepest value – and the deepest impact – that our Diversity Initiative may have on our business lies in the role it is playing in fostering a work culture of peak performance, teamwork and innovation.” How does MGM’s management go about fostering such a work culture? A: Our premise is simple: We value the contributions of all people, at every level, top to bottom; in all of our disciplines; across all of our
properties and businesses. To demonstrate the highest level of commitment, MGM MIRAGE’s Board of Directors created a standing committee, the Diversity Committee, on which Roland Hernandez is a member, serves to develop diversity policy and oversee its implementation. The Diversity Committee is a gaming industry first; as is our Diversity Department that has direct reporting authority to our Executive Vice President and General Counsel, and to our Chairman and Chief Executive Officer. We focus on employee initiatives that identify and develop programs and practices key to creating and sustaining a culture that values diversity. And our expectation is that those associated with our Company — employees, suppliers, and contractors — meaningfully embrace our diversity objectives.
HT - Are specific training or team-building programs in place and what are they? A: In order to institutionalize diversity as a core value at MGM MIRAGE, we implemented a comprehensive management-training program and employee awareness campaign throughout our Company. Also, the award winning MGM MIRAGE University offers a myriad of programs for on-boarding and developing employees at all levels. MGM MIRAGE makes further investment in the professional growth of our employees through training programs such as the Leadership Institute, REACH, MAP (Management Associate Program), and Manager On-Boarding.
HT - The Diversity Champion Training program… how does it work and what is the goal of that training program? A: Launched in 2002, Diversity Champions is an intensive three-day workshop that combines principles of diversity, leadership and personal accountability. The goal of our Diversity
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Champions training is to drive a culture of high performance by initiating numerous diversity-related programs and activities at each of the Company’s properties. An outgrowth of our Diversity Champions is the increased leadership of our initiative by our operating resorts and units through active sponsorship of Diversity Councils throughout most of the Company. These Councils have become springboards for channeling the vast energy and ingenuity of our employees into more skillful integration of the Diversity Initiative into the pulse of their operating units. Today there are over 7,000 Certified Diversity Champions.
HT - What methods are used by MGM to attract, hire and retain diverse candidates?A: At MGM MIRAGE, we’re committed to hiring the best people in every area of our organization. And we’re just as determined to make sure that they have everything they need to achieve their personal best. We’re proud to provide comprehensive capabilities for the ongoing training and professional development of our employees. Our interactive Website is dedicated exclusively to career opportunities for access by our staff and prospective employees. MGM MIRAGE University plays a key role in researching, benchmarking, developing,
The Bellagio Hotel in Las Vegas is one of 27 properties that currently make up the collection of hotel and casino properties owned by MGM MIRAGE.
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implementing, and evaluating learning programs that maximize the potential of our entire workforce, including diverse candidates. MGM MIRAGE University offers free computer classes, English-as-a-Second Language (ESL), Life Skills Training, GED certification, online leadership courses, tuition reimbursement, career coaching and internship programs.
HT - Is there an active presence at colleges and university career centers or recruitment events?A: Craig Campbell, our Director of Strategic Staffing and College Relations, is charged with recruiting premier talent for corporate and property positions and maintains key relationships with organizations that offer staffing-related value, coordinates career opportunities for graduates of the company’s
upward mobility programs and expands recruitment outreach to all business disciplines. We maintain a corporate college recruitment Web page with a list of participating colleges and a network portal to help student stay in the loop and receive updates on changes to the program or new opportunities.
HT - MGM’s outreach to minority, women and disabled suppliers has dramatically increased the level of contracts awarded to such firms. What does MGM credit this rise to? - How does MGM connect with these firms? A: Qualified minority, women and disadvantaged-owned business enterprises (MWDBEs) have an opportunity to interact with MGM MIRAGE decision-makers at the biannual Diversity Business Expos held in Las Vegas and
The ambitious CityCenter project in Las Vegas is the largest construction project in MGM MIRAGE’s history – also the largest project in Las Vegas history – with a current budget that tops $9+ billion. CityCenter is set to open in phases with the final piece of the CityCenter puzzle, the 61 story, 4,004 room casino resort named Aria, opening in December, 2009.
(image courtesy of: MGM MIRAGE)
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other property cities such as Detroit and Biloxi. This program provides a platform for MGM MIRAGE to identify and expand its database of vendors for its construction and procurement projects. Also, the expos feature workshops with construction and procurement experts.
So there you have it. If you wish to be a leader in diversity and inclusion you need to start at the top and communicate the need for and benefits of a diverse and inclusive business environment not only to your employees, but also to your customer base and the communities in which you do business. Simple enough to talk about, not so simple to implement, however, it is within reach of any organization that believes it to be paramount to success. MGM MIRAGE has been doing it for nearly a decade and the results speak for themselves. HT
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L et’s face it… skin color and ethnicity should not be considerations when it comes to making hiring and firing
decisions in the workplace. Ability, knowledge, performance and vision and the like should be the predominant factors assessed whenever a company or individual responsible for hiring candidates is called upon to make those types of decisions. Alas, that’s not necessarily the way it works in the real world. It’s nowhere near a perfect world and consequently, fairness in hiring and firing is not the rule although it may be the intent. But is the ‘glass ceiling” minorities often encounter self-constructed? Are minorities in fact, their own worst enemy? Do they limit themselves in “woe is me” handcuffs? Perhaps, to some extent, the answer is yes but one particular voice that is well connected and well versed on the subject of diversity and minority hiring practices says that it need not be that way.
Kenneth Arroyo Roldan, CEO of a leading headhunting firm specializing in matching minorities with fast-track jobs, offers up advice that can help anyone who is searching for ways to upgrade their current positions or those actively searching for a position with the potential for long-term employment. Roldan, the first Hispanic to be named CEO of a high-ranking executive recruitment firm in the U.S., knows from experience that it is not a level playing field. Top-notch performance, leadership and ability simply are not enough to weather the storm nor is it enough to assure advancement within a given corporate structure. In his book, Minority Rules, he tells us that minorities are often not prepared for corporate careers. The cultural differences that minorities bring to the table should, by all rights, be viewed as assets to any corporation especially those that rely heavily on the global marketplace. However, the politics of corporate work environments often turn what should be
Kenneth Arroyo Roldan, Author and CEO
considered an asset into an obstacle.
In his book Roldan tells us some hard truths about diversity in corporate America. ”Despite every major company’s having a diversity program, the percentage of people of color who become middle managers is miniscule, and the percentage of multicultural candidates who become senior managers is well below that,” he writes. “In fact, the majority of blacks, Latinos and ethnics who join corporate America leave after five to seven years. Corporate America loves to roll out statistics about the number of blacks, Latinos and women hired, but it hides the fact that most depart faster than you can say “glass ceiling”. Roldan goes on to tell us that it doesn’t have to be this way. “Minority members don’t have to
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face a dead-end crisis, a paralyzed career, a forced exit out of corporations due to frustration and stagnation,” he says. In his experienced view, “minorities provided with a career road map, skills, and an inside look at how corporate executives operate” can and should start planning on rising up the ladder from the moment they are hired. Enter Roldan’s six-step plan – an easy to understand methodology designed to help minorities climb beyond middle management. Those steps are: (1) creating a strategic blueprint early in your career, (2) building a career step-by-step, (3) choosing a mentor, (4) developing one’s own network, (5) mastering corporate politics, and (6) turning your ethnicity into a strength.
Roldan offers up this six-step plan on how to overcome obstacles, learn how to play “corporate hardball” and attain a level of success in one’s career regardless of whether they are part of the minority community or the majority. Part of his advice may come as a shock to some minorities. Roldan tells us to forget about affirmative action and discrimination lawsuits as a means to level the playing field. Instead, he advocates that the only real way to succeed is to truly know the game and how best to master the rules of the game and come out on top. “Corporations try to prevent you from unlocking their unwritten code. They don’t want you to know that with few exceptions, people of color have been kept out of the power corridors of most corporations. And many CEO’s view hiring minority managers the way many homeowners view a neighbor’s selling a house to a person of color,” Roldan writes. He
”Despite every major company’s having a diversity program, the percentage of people of color who become middle managers is miniscule, and the percentage of multicultural candidates who become senior managers is well below that,” he writes. “In fact, the majority of blacks, Latinos and ethnics who join corporate America leave after five to seven years.”
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cites the old adage “There goes the neighborhood” but brings it into the corporate world with “There goes the corporate suite.” The book’s stance on how white executives view the hiring of minorities is based on the fact that many top-level white executives retain somewhat prejudiced mindsets – having been raised in segregated communities and then continuing that isolation from cultural diversity by taking up residence in suburban communities where people of color are conspicuously absent. Add that many are blind to the fact that including alternative views and voices – one’s that could be provided by minority representation in executive and Board positions – will in fact increase revenues and customer base by mirroring the reality that a culturally diverse domestic and international marketplace is the landscape in which they do business. ”Hence, minority candidates have to identify the few companies that are trailblazers, appreciate diversity of thought, and want to shake up and diversify their corporate offices,” says Roldan. Once hired, the real work begins and often times, that’s when the ball is dropped by the minority hire. Human nature tends to make us try to “fit-in” and not rock the boat. As a minority, that often translates in hiding our cultural identity. According to Roldan, “Too often, they (minorities) feel that if they shared their culture or ethnicity, they would be perceived as diluted talent or an affirmative-action hire.” So, in essence, minorities often become their own worst enemy by handcuffing themselves with the thought that “since I’m a minority, it would be best for me to not make waves, it would be best to be just like the majority.” With Roldan’s insider views of what really goes on in corporate America, perhaps minorities can break free from their own shackles and realize their full potential.
Minority Rules reads somewhat like a playbook. It scripts out a course of action that starts with how to go about finding the right company to apply to and takes the reader through the steps needed to go from square one, the hire, to how to go about moving laterally and upward in the corporate structure. But he does emphasize early on that choosing the right company is critical – and critical decisions need to be based on research. When researching a company, what the company says and how it truly operates are often not the same and are often in direct conflict. Due diligence on the minority candidate is paramount. Pose questions to yourself and diligently go about finding the answers. Questions you should be asking include:
Will there be opportunity at X Company?1) Are the barriers that held back minorities at 2) X Company falling?Does the division I’m considering 3) encourage minority candidates to advance?What achievements has X Company made 4) in regards to diversity?Does X Company recruit at Historically 5) Black Colleges and Universities and Hispanic-Serving Institutions?Has X Company participated in INROADS, 6) the non-profit organization that promotes minority internships?Has X Company been sued for 7) discrimination and if so, what were the terms of settlement and has X Company been in compliance since?Who are the people of color at the top, 8) how did they attain their positions and how long have they been with X Company? (Remember the 5-7 year time period)
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In Roldan’s view it is of critical importance that you understand the culture of the organization you’re joining and the greater the amount and depth of information you gather about what makes them tick and what qualities senior managers are looking for and what skills the organization respects and needs, the greater the rate of success you’ll realize.
A BIT MORE ABOUT KENNETH ROLDANRoldan has spent the majority of his life and professional career assisting minority professionals and women advance in the workplace, fight for the rights, and create a corporate landscape where candidates can rise to their highest potential and position, the only acceptable limitation being their own natural abilities. Roldan leads one of the nation’s most
respected executive search firms dedicated to the recruitment, retention and advancement of minorities and has become one of the country’s leading experts on diversity and the role it plays in the career path. Mr. Roldan works with top corporations such as Microsoft, Northrop Grumman, Wachovia, HP, AstraZeneca, Cox Communications, and Meijer to create formal strategies to bring talented minority professionals into the company. Moreover, he works with companies to ensure that minority professionals embark on a career path, are mentored, and fit into the company’s overall culture. After graduating from Cornell University and obtaining a law degree, Kenneth was appointed to the Civil Rights Bureau of the New York
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State Attorney General’s Office where he was instrumental in shaping and enforcing EEO legislation. As a pioneer in diversity management recruiting for over three decades, Roldan’s innovative strategies for diversity staffing, succession planning and retention have made a difference in the ethnic, gender and cultural diversity in America’s corporate structure. He was selected as Wesley, Brown and Bartle’s new Chief Executive Officer – becoming the first Hispanic CEO of a national search firm. WB&B has advised The White House and the Conference Board as the nation’s leading diversity search firm with the highest record of diversity management placement amongst the Fortune 500. Considered an expert in minority hiring, Mr. Roldan has been interviewed by Fortune, The Wall Street Journal, Crain’s New York Business, and Hispanic magazine. In 2002, Kenneth was nominated to serve on Cornell University’s prestigious Trustee Council.
Roldan is a sought after speaker and is well known for his ability to communicate on a variety of career-based topics including “How Minority Professionals Can Take Control of Their Career and Succeed,” “Four Keys to Rising in the Corporation: Mentoring, Networking, Performance, and Learning to Master Corporate Politics,” “How HR Departments Can Level the Playing Field,” “Keys to Strengthening Performance,” and “Overcoming the Old Boys’ Network.” He is currently pursuing the assemblage of an advisory council of notable Hispanic corporate executives with an underlying mission of increasing the representation of Hispanics on corporate Boards.
TODAY’S CURRENT JOB CLIMATE I recently had the opportunity to ask Kenneth some questions that relate directly to the current
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economic conditions we all face and how these forces can and will affect minority job seekers and employees. HT - With the major downturn in the financial and credit markets, how do you see these factors changing the landscape for minorities seeking upper level management positions in Fortune 500 companies?
KR - With the major downturn in the financial and credit markets, the career landscape for minorities seeking upper level management positions in Fortune 500 companies has taken a back seat while for some organizations it has proven to be a prime opportunity to attract high performers who wouldn’t otherwise respond to corporate or executive search outreach. The key is for the Latino to discern which organizations are proactive versus reactive in diversity recruitment. HT - What advice can you give minority jobseekers to help cope with what appears to be a long-term reduction in upper management career opportunities?
KR - Stay the course and weather the storm. Take on more responsibilities at work and be “noticed.” Explore other opportunities while you are still employed. HT - Are there specific fields or specialties that you see are or will be in high demand due to the financial downturn?
KR - With respect to specific fields or specialties in high demand due to the financial downturn, they include: Sales, Marketing and Information Technology and Information Systems. HT - With many announcements of
layoffs and cutbacks at many Fortune 500 companies, what advice can you give those that have been or will soon be let go from the current positions? KR - Start refreshing your resume. Commence aggressive networking with your friends, alumni, etc and let them know of your situation. Target companies both private, non-profit and peruse their job boards for key opportunities. Reach out to headhunters who control the hidden job market. HT - What could an out of work upper level management candidate expect should they seek out your services and how does one go about doing so?
KR - An out of work upper level management candidate should seek the services of an executive search firm. This candidate can either peruse the Kennedy Guide to Executive Search Firms or they can reach out to the Association of Executive Search Firm Consultants (AESC) for advice and counsel. Depending on the candidate, their level of expertise, industry experience, and the search firm they target there should be a robust discussion. Just be mindful that many of the retained search firms still perpetuate the myths to their corporate clients that: (1) People of color do not exist, (2) If they do exist, they cannot compete with their majority counterparts, (3) They are culturally incompatible, and, (4) They are hard to manage and hard to terminate.
Learn more about Kenneth Roldan’s views and advice on how to navigate the corporate world and achieve career success and professional growth by reading his book, Minority Rules. For more information about his company and how they can be of help when searching for the next great job, visit Wesley Brown & Bartle online. HT
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SMALL BUSINESSES LOOK TO THE HOME DEPOT FOR EASY ACCESS TO AFFORDABLE
BUSINESS SERVICES More Than 12,000 Registered and Saving Money
With Business ToolBox Every Day
Small business owner Henry Perry used to spend 10
hours per week handling payroll for Cal Oak Flooring
in Livermore, Calif. With help from The Home Depot’s
Business ToolBox program, he is down to just one
hour, saving him valuable time he can now spend with
current and prospective clients.
Joining Mr. Perry are more than 12,000 other small
business owners who have registered for the Business
ToolBox since it launched in January 2006. The Home
Depot®, the world’s largest home improvement
retailer, says this is one of the only programs for small
businesses available anywhere that offers one-stop
shopping for a comprehensive collection of exclusive
discount business services and products.
The Home Depot Business ToolBox is designed to meet
the needs of not only their pro customers’ building
supply needs, but also their day-to-day business needs
like leading healthcare benefits and insurance in all 50
states, payroll processing, business insurance, wireless
telecommunication and more. This program helps The
Home Depot continue to develop and strengthen their
relationships with their pro customer base, drive new
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HISPANIC TODAY
pro customer business and demonstrate that The Home
Depot is committed to providing resources to support
their businesses.
“Small businesses from a variety of industries, not
just contractors and remodelers, are finding that
the Business ToolBox has the services they need at
a discount,” said Ron Jarvis, senior vice president of
pro and tool rental at The Home Depot. “We have
floor installers using it for payroll and CPAs using it to
purchase office equipment. It’s a program that can save
any small business time and money.”
Small businesses typically pay up to 20 percent
more than large businesses for the same services.
Business ToolBox allows them to take advantage of
cost savings and discounts on services such as payroll
processing, business insurance, credit card processing,
wireless telecommunications, uniforms and logowear,
computers, shipping, office supplies and more,
comparable to cost savings and discounts available to
large companies.
Some other business service programs require members
to utilize and remember multiple phone numbers or
pass codes. The Home Depot Business ToolBox provides
its customers with a single point of contact for all
of their needs. Customers can choose to contact the
Business ToolBox partners through either a dedicated
Web site or through a single toll-free telephone number.
This one-stop shopping approach saves even more time.
According to a National Federation of Independent
Business survey, health benefit costs are the number
one problem small businesses face today. To address this
concern, The Home Depot Business ToolBox offers an
industry-leading insurance solution. Whether an owner
needs insurance or simply wants to offer insurance
options to his or her employees, the Business ToolBox
health insurance and benefits platform gives owners
a one-stop shop for all health benefit needs. Benefit
options are available in all 50 states with customized
solutions in individual and group coverage for major
and limited medical, dental, vision and discount
programs. Customers who are employed by small
businesses, including part-time employees, enjoy the
option of purchasing insurance and benefits with the
assistance of a live telephone counselor, even if their
employer does not offer an insurance option.
In addition to the above benefits, The Home
Depot is also looking for additional ways to help
Hispanic business owners make connections in their
communities and build stronger businesses through
strategic programs, including:
• Hosting more than 50 small business workshops and
safety fairs for Hispanic business owners across the
country
• Establishing regional pro sales manager positions
specifically focused on assisting Hispanic customers
• Making bi-lingual hiring a priority in the pro sales
department in stores across the country; currently 38
percent of all pro desk associates are fluent Spanish
speakers
• Offering a dedicated Spanish-language magazine
for Hispanic customers focusing on safety, training
and business improvement; Constru-gia al Dia will be
distributed in more than 600 The Home Depot stores
in 2008 and 2009
• Sponsoring the Mexican National Team and creating
interactive, community-focused programs to bring
together our Hispanic customers, associates and
Mexican National Team members
• Recognizing the great work of Hispanic construction
workers via a national, annual “Hispanic Contract of
the Year” award
The Home Depot Business ToolBox resources and
services can be accessed through the Business ToolBox
call center at 1-866-333-3099 or online at www.
hdbusinesstoolbox.com. Additional information can be
found by visiting the Contractor Services Desk at any
The Home Depot store in the United States.
HT
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DIVERSITY/EXECUTIVE NEWSLATINOS IN INFORMATION SCIENCES AND TECHNOLOGY ASSOCIATION TO HONOR MACY’S SENIOR VICE PRESIDENT EFRAIN IRIzARRY AS THE CTO OF THE YEAR FOR 2008Efrain Irizarry, Senior Vice President, Customer Relationship Management Systems, Macy’s Systems and Technology, will be named LISTA Chief Technology Officer (“CTO”) of the Year 2008. The National Latino Technology Achiever Awards Gala honors top Latino Industry Executives from across the country on their commitment to excellence in Corporate America. The award will be presented to Efrain Irizarry at The National Latino Technology Achiever Awards Gala on October 30th 2008, at 6:00PM at the Hyatt Regency Hotel in Miami, Florida.
Efrain Irizarry was selected via a comprehensive LISTA member survey from a group of his peers in Information Technology.
This award is made possible by the support of LISTA sponsors to include but not limited to the following: Nielsen, Microsoft, State Farm, Aetna, American Airlines, Pinnacle, HITN, Staples, and several others.“It is an honor to be able to recognize Efrain for his accomplishments and tenure in an industry where Latinos are few and Efrain continues to set the bar. He is truly a Latino Achiever, and we are proud to honor his 37 years of excellence with Macy’s,” said Jose Marquez-Leon, National President/CEO of LISTA. “Throughout his career he has shown a level of perseverance and insight that serves as a fine example to his peers, up and coming Latino Technology Professionals, as well as the youth and our community. It is our emphatic opinion that he
is a true leader of our community and should be commended as such,”
“It is through socially minded corporations such as Macy’s, that our mission can be strategically accomplished,” said Jose Vasconcellos, President of LISTA South Florida Technology Council. “LISTA is committed to its mission of empowering the Latino community with technology for a better tomorrow. LISTA is committed to bringing all Technology professionals under one central hub to facilitate services to our community, and support our members and partners by leveraging knowledge transfer and education. Through this network we will help provide the tools to succeed in a highly advanced, technologically driven society, thus not leaving anyone behind,” he added.
“I am excited to be recognized for this award from Latinos in Information Sciences and Technology Association and to represent Latino professionals in the technology industry. I am honored and humbled to accept this award,” said Efrain Irizarry. PITNEY BOWES EARNS FOUR DIVERSITY LEADERSHIP AWARDSPitney Bowes Inc., the world’s leading mailstream technology company, has been named to the 2008 Best Diversity Companies list by Diversity/Careers in Engineering and Information Technology. The readers’ choice award is based on Pitney Bowes’ support of minorities and women, its attention to work/life balance and its commitment to supplier diversity. Pitney Bowes was also featured in the July issue of Black Enterprise as one of the top 40 companies for diversity and received two awards
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earlier this year from Hispanic Enterprise and DiversityMBA Magazine for its leadership in this area. “I am very pleased that we have been recognized by others for our longstanding commitment to diversity and a culture of inclusion,” said Murray Martin, President and CEO of Pitney Bowes. “For us, leveraging diversity is a business imperative that makes Pitney Bowes more responsive to the global markets in which we compete, better able to serve our customers, and more attractive to the best and brightest in the workplace.” Black Enterprise’s “40 Best Companies for Diversity” list includes companies that outperform their peers on the percentage of African Americans and minorities represented in four key areas: procurement, senior management, Board of Directors and overall employee base. Pitney Bowes was recognized by the magazine for its creation of Diversity Leadership Councils and employee groups at every level from administrative and support staff to senior management. Pitney Bowes was awarded Hispanic Enterprise’s “Top 50 Corporations for Supplier Diversity” in February. All the companies on the list dedicate substantial resources to their diversity supplier programs, providing small business vendors effective communication channels with the corporation as well as tools and resources to improve the supplier-customer relationship. Pitney Bowes was cited by Hispanic Enterprise as actively seeking Hispanic suppliers through national, regional and local participation and sponsorships
in Hispanic organization outreach events and conferences. In April 2008, Pitney Bowes was named to DiversityMBA Magazine’s “Top 50 Companies for Diverse Managers to Work”. This prestigious list includes companies that implement accountable strategies to ensure diversity at all levels with the organization and the pipeline development of emerging leaders. Pitney Bowes’ efforts to build diversity into staffing and recruitment are lead by the company’s Strategic Talent Management division. In addition, Jennifer Bonilla, Vice President, Midwest region, Pitney Bowes was named to DiversityMBA Magazine’s summer 2008 edition of “Top 100 Under 50” diverse executive leaders. BASKIN-ROBBINS NAMES NEW HEAD OF U.S. HISPANIC MARKETINGBaskin-Robbins has announced the appointment of Carlos Nunez as head of the company’s U.S. Hispanic Marketing effort, a newly expanded role. Nunez, a Peruvian-born U.S. citizen, is currently Baskin-Robbins Director of Marketing (Americas, Europe & Middle East) & Consumer Insights. He will remain in this role while adding the responsibility of developing all Hispanic marketing efforts in the U.S. Nunez reports directly to Scott Colwell, Brand Marketing Officer for Baskin-Robbins Worldwide.
“Baskin-Robbins is the world’s leading ice cream shop with operations in more than 30 countries,” Colwell said. “In his expanded role, Carlos Nunez will be able to combine his broad expertise and our international experience to strengthen our marketing initiatives toward the fast growing and highly
DIVERSITY/EXECUTIVE NEWS
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influential Hispanic population in the United States.”Nunez said of his new responsibility, “Being both a US citizen and a Hispanic immigrant myself, I am in awe of the incredible variety of cultures that have assimilated thoroughly into one beautiful melting pot that is America. Since Baskin-Robbins is ‘America’s favorite neighborhood ice cream shop,’ it means a lot to me to have this new assignment where I will have the opportunity to grow the brand in the country where it was founded andwhere its roots were established.”
Nunez has 27 years experience in consumer goods marketing, with 17 of those served in the QSR industry. Prior to joining Baskin-Robbins in January 2008, Nunez worked for the Burger King Corporation, where he was Director of Marketing for the Latin America/Caribbean Region. Before his tenure with Burger King, Nunez served in a number of leadership marketing positions at The Holland, Inc./Burgerville, YUM Brands/Tricon Global Restaurants, PepsiCo. Restaurants International, PepsiCo. Inc., and Procter & Gamble.
Nunez received an MBA in International Business from Southeastern University in Washington, D.C. and a BS in Business Administration from the University of Maryland, College Park, Md. AMERICAN AIRLINES NAMED ONE OF TOP 60 COMPANIES FOR HISPANICS BY HISPANIC BUSINESS MAGAzINE FOR THIRD CONSECUTIVE YEAR American Airlines is one of the Top 60 Companies for Hispanics, according to Hispanic Business magazine, for its diversity initiatives and its
DIVERSITY/EXECUTIVE NEWS
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DIVERSITY/EXECUTIVE NEWSdedication to the Hispanic community.
American Airlines was ranked 32nd by Hispanic Business, which uses several variables that measure U.S. companies’ commitment to Hispanic hiring, promotion, marketing, philanthropy, and supplier diversity. American was the highest ranked airline and among just two airlines in the Top 60 Diversity Elite Directory.
At American Airlines our strong dedication to diversity is far more than a commitment statement; it’s woven into the fabric of the business and our every day practices
“At American Airlines our strong dedication to diversity is far more than a commitment statement; it’s woven into the fabric of the business and our every day practices,” said Denise Lynn, American’s Vice President - Diversity and Leadership Strategies. “American’s progressive policies and programs continue to lead the airline industry, frequently setting the standard for other companies, and have earned American top distinctions and awards from the Hispanic community.”
American was recognized for programs such as the Supplier Diversity Program, which assures the inclusion of minority, women and LGBT-owned companies in procurement and construction opportunities, and the Diversity Leadership Strategy, which focuses on establishing best practices in employment and advancement, inclusive work practices, diverse segment marketing, and diversity education.
The Hispanic Latino Employee Resource Group (HLERG), founded in March 1997, is another example of American’s commitment to the U.S. Hispanic market. Its mission is to promote an environment that facilitates the hiring, professional development, and promotional opportunities of Hispanic employees, while enhancing American’s global competitiveness and its image.
American Airlines has a long history of involvement with and support for the Hispanic community across the U.S. and also partners with pillar Hispanic community organizations at both the local and national level. Since 1941, when service was launched to Mexico, American has focused on the U.S. Hispanic market -- a market that has been a driving and thriving opportunity for the company. When the airline industry dramatically cut back its spending because of the economic downturn post-2001, American Airlines maintained its support of Hispanic nonprofit causes and outreach. KRAFT FOODS NAMED A TOP COMPANY FOR LATINASCOMPANY RECOGNIzED FOR DIVERSITY PRACTICES AND CAREER OPPORTUNITIES FOR HISPANIC WOMEN LATINA Style magazine has named Kraft Foods one of the top 50 companies for professional Hispanic women in the United States. The award recognizes companies that excel in Latina representation in senior positions, leadership and mentoring programs for Hispanics and progressive employee benefits. “Diversity and inclusion are part of our growth strategy,” said Irene Rosenfeld, Chairman and Chief Executive Officer. “Our consumers are diverse,
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DIVERSITY/EXECUTIVE NEWS
JACOBS is creating the world of tomorrow as one of the largest providers of architecture, engineering, construction, and other professional technical services. Jacobs Technology, a wholly-owned subsidiary of Jacobs Engineering, is a worldwide leader in providing advanced engineering and technical services for government and industry.
www.jacobstechnology.com
so having a diverse perspective enables us to see first-hand how we can better meet their needs with innovative, high-quality products.”
“We’re honored to be among the top 50 companies for Latinas,” said Anne Alonzo, Vice President, Corporate Affairs. “We recognize the growing influence of Latinas and applaud their significant accomplishments and successes.” Earlier this month, Latina Style featured Kraft at its National LATINA Symposium in Washington, D.C., where Alonzo joined other prominent Latinas at a workshop focused on “Achieving Your Potential.”
Building a Culture Where the Best Want to Work Kraft’s commitment to maintain a diverse workforce and attract the talent needed to fuel the company’s growth goes beyond brochures and seminars. As part of its ongoing efforts to build a culture where the best talent wants to work, Kraft has expanded diversity training and developed innovative programs to help women advance. A great example is the company’s Efficacy for Women program, where participants identify their own career goals and develop the specific steps to achieve them.
In addition, Kraft’s employee councils have been re-energized. To help these groups grow, each member of the company’s executive team sponsors one of the ten councils in the United States, Canada and Latin America. For example, Kraft’s Hispanic Employee Council and the Kraft Latin America Women’s Council develop strategies to meet their members’ development needs and support their advancement in the organization. Also, these groups advise management on how to leverage a diverse workforce to meet business goals.
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A WORLD OF OPPORTUNITYWe are the world’s largest ASME Authorized Inspection Agency. Although we are best known for our services as an AIA, we’ve leveraged experience gained over more than 136 years of operation to become an industry leader in a variety of engineering services fields.
Job opportunities are currently available at HSB Global Standards. Please visit our website for more information on current openings.
www.hsbglobalstandards.com
An Equal Opportunity Employer
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DIVERSITY/EXECUTIVE NEWS COMERICA BANK RECEIVES A TOP RANKING FOR DIVERSITY EFFORTS BY HISPANIC BUSINESS MAGAzINE Hispanic Business Magazine has ranked Comerica Bank No. 3 in its annual “2008 Diversity Elite” Scoreboard. Comerica was the top financial services company on the list. In addition, Comerica recently received an honorable mention by LATINA Style Magazine for setting the standard and providing the best career opportunities for Latinas in the United States.
According to the September issue of Hispanic Business Magazine, consideration for the “2008 Diversity Elite” involves the review of more than 30 diversity related variables that measure a company’s commitment to hiring, promotion, marketing, philanthropy and supplier diversity.
“Diversity is an integral part of our business practice and serves as a guiding principle in every effort we initiate,” said Linda Forte, senior vice president of business affairs and chief diversity officer for Comerica Bank. “It is for this reason that our employees, consultants and suppliers proudly reflect the communities we serve. It is an honor we can all take pride in as we continue to uphold our commitment to workplace diversity as a company core value.”
For nearly 160 years, Comerica Bank is committed to being an integral part of the communities we serve and in which we work and do business. Most recently, Comerica Bank takes pride in proactively supporting the Hispanic community by:
• Demonstrating the strength of its commitment to the Hispanic market by launching a Spanish language-based Web site later this year.
• Accepting the Matricula Consular card to open bank accounts. Issued by Mexican consulates in the United States, this form of identification proves Mexican citizenship.
• Co-sponsoring with La Opinión (the largest Spanish newspaper in the United States) the entrepreneurial education program “Exito Empresarial,” which assists small business owners with technical assistance and necessary resources to grow their businesses. • Establishing various Hispanic segmentation teams comprised of senior managers throughout Comerica to cultivate business and conduct outreach and community involvement.
• Implementing a strong supplier diversity program that seeks minority and women-owned business enterprises, including bank-wide purchasing and contracting opportunities, that increase the amount of business conducted with those vendors.
“We are honored to be recognized by Hispanic Business Magazine for our diversity efforts. Our goal is to value the similarities and differences in people to create a broad, rich work environment that encourages creative thinking and solutions. We recognize the benefits realized from a broad range of ideas, viewpoints and backgrounds produce superior products and services for a diverse marketplace,” said Monica Martinez, vice president of National Hispanic business affairs for Comerica Bank. HT
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Corina Alvarez, described in a USA Today article
as the face of the new American workforce, is
Multicultural Director at NEF/Miami. Alvarez
comes with 15 years of integrated marketing
experience including public relations and
advertising. Prior to joining NEF, she was Director
of Integrated Marketing at Grupouno and served
Foster Care Review from 2005 to 2007 as their
Marketing Director.
Corina was an entrepreneur who founded her own
marketing firm, Coral Communications in 2005.
She serviced international clients by developing
integrated marketing strategies and implementing
them for both nonprofits and businesses. She
earned a B.A. in International Relations, and a M.S.
in Integrated Communications Advertising & Public
Relations from FIU. Currently she volunteers for
Big Brothers Big Sisters.
NEW HISPANIC APPOINTMENTS New eNglaNd FiNaNcial appoiNts coriNa alvarez to positioN oF ageNcy Multicultural director New England Financial, a MetLife company, recently announced the appointment of Corina Alvarez to the newly created position of Agency Multicultural Director. In her role, Ms. Alvarez will be dedicated to the recruitment, retention and marketing of Hispanic financial services representatives, and will continue to strengthen the company’s ties to Miami’s multicultural community. Ms. Alvarez is a marketing professional with extensive experience in marketing and public relations. She has been described by USA Today as the face of the new American workforce. Before joining New England Financial, Ms. Alvarez was an entrepreneur, who founded the marketing firm, Coral Communications. She serviced international clients by developing integrated marketing strategies and implementing them for both non-profit and for-profit businesses. She earned a B.A. in International Relations from George Mason University, and a M.S. in Integrated Communications Advertising & Public Relations from Florida International University. Currently, she volunteers for Big Brothers Big Sisters.
I believe that we have an obligation to get out into the community and educate Hispanics about how they can achieve their goals and plan for their children’s future
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HISPANIC TODAY
“We are particularly pleased to have Corina on board as we commemorate Hispanic Heritage Month,” said Carlos Suarez, managing partner of New England Financial. “This new position continues to build on our efforts to attract financial services representatives who reflect the ethnic and cultural diversity found in communities like Miami. Corina’s breadth of knowledge and experience certainly positions her well for this role.”
New England Financial recognizes the culture, contributions and heritage of Hispanics, the largest and fastest growing ethnic group in America. Based in South Florida for more than 50 years, the firm understands that many local Hispanics come from countries with different financial cultures, and is committed to educating families about the financial systems available to help them build and protect their wealth.
“I believe that we have an obligation to get out into the community and educate Hispanics about how they can achieve their goals and plan for their children’s future,” continues Suarez. “That’s why, with Corina’s help, we are expanding our efforts to recruit new representatives who understand the Hispanic community and can provide solid, culturally relevant financial advice.”
Locally, New England Financial supports Friends of the Orphans, a charitable organization that helps abandoned children throughout Latin America and the Caribbean. The firm is also a member of the Doral Business Council and a Trustee member of the Coral Gables Chamber of Commerce, two organizations impacting the Miami Hispanic community. HT
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HISPANIC TODAY
ADVERTISER INDEX
Acushnet 29
Alcoa 23
Amalgamated 9
American Buildinigs Co 37
American Pacific 23
Arbitron 37
Auburn University 30
Benjamin Moore 19
CareerBuilder 3, 44
City of Hollywood 39
Covance 24
CR Bard 14
E & J Gallo 37
Frontier 23
Golden Coral 39
HSB 40
Jacobs Technologies 39
Johnson Wales 9
LAPD / FD 32
Liberty Mutual 3
Louisiana PD 9
Pacific Steel 30
Qualis 30
Ransome 40
Rehrig Pacific 2
Rio Tinto 37
Sky West 10
Thermo Fisher Scientific 46
Tower Properties 39
UPMC 23
VHB 40
2 Rehrig Pacific
3, 44 CareerBuilder
3 Liberty Mutual
9 Amalgamated
9 Johnson Wales
9 Louisiana PD
10 Sky West
14 CR Bard
19 Benjamin Moore
23 Alcoa
23 American Pacific
23 Frontier
23 UPMC
24 Covance
29 Acushnet
30 Auburn University
30 Pacific Steel
30 Qualis
32 LAPD/FD
37 American Buildinigs Co
37 Arbitron
37 E & J Gallo
37 Rio Tinto
39 City of Hollywood
39 Golden Coral
39 Jacobs Technologies
39 Tower Properties
40 HSB
40 Ransome
40 VHB
46 Thermo Fisher
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